At a very young age, Stefan Vilsmeier’s dream was to become a successful entrepreneur. He wanted to become financially stable at a very young age. However, Vilsmeier would find it a bit exigent to realize his entrepreneurial dreams. Vilsmeier was always optimistic, engaged, and open-minded. He was ready to do anything to achieve his entrepreneurial dreams. At the very beginning, Stefan wanted to come up with a revolutionary idea and transform surgical practices. It is worth considering that Vilsmeier’s entrepreneurial dream was “two-sided”. The entrepreneur did not lose his hopes despite the challenges he encountered. Stefan wanted to use his talent and ambition to build his career. Vilsmeier focused mainly on software development because the medical practice needed new software. On the other side, the entrepreneur realized that most of the surgical practices such as “radiology” were inadequate.
During the time, “stereotactic techniques were used for radio-surgery”. Although the method had made the nursing practice more effective, Vilsmeier observed that the images were not in “true” 3D. The multiple 2D images produced during radiosurgery affected the level of accuracy. It was hard to manipulate the 2D images. It was because of this gap that Vilsmeier believed that his entrepreneurial dreams would improve the quality of software used for surgical practices. With such an entrepreneurial dream, it was evident that Stefan was on the right path towards his success.
The case study also shows that Vilsmeier has already set the right “vision” for BrainLAB. At the very beginning, Stefan wanted to produce 3D images to improve surgical practice. His vision was to “integrate the mapping and visualization capabilities of the software and actual surgery”. His primary goal was to use his extensive knowledge in computer programming and graphic design to produce 3D imaging systems. At the time, Stefan believed that the new application would provide surgeons with the needed coordinates thus making “positioning” much easier. With such ideas, Stefan began BrainLAB in 1998 to achieve his dreams. The company produced new technologies such as the BrainLAB m3TM Collimator and Image-Guided Surgery (IGS) technology. From that time, BrainLAB’s vision has been “to produce new software and technology that can cure cancer and aid surgeons during their practices”.
It is also notable that BrainLAB encountered numerous challenges thus making it impossible for the company to realize its goals. Despite such challenges and the lack of a steady market for its IGS technology, Stefan Vilsmeier still believed it was necessary to pursue his vision for BrainLAB. Today, BrainLAB targets to produce new software and IGS technology to revolutionize the wider medical practice. This is the vision the founder has set for BrainLAB.
The imperative question is whether Vilsmeier should harvest the “value” he has created at BrainLAB by selling the company to Medtronic. From a personal perspective, I strongly believe that the entrepreneur encountered and addressed the major challenges affecting the company in the 1980s and 1990s. Despite such challenges, Vilsmeier was able to create a leading competitor in the industry. BrainLAB is currently the market leader for surgical technology and software in the European market. That being the case, I would advise Vilsmeier not to sell his company to Medtronic.
Vilsmeier has not yet achieved his entrepreneurial dreams and visions for his company. He should guide his employees and engineers to make BrainLAB successful. As well, the company has created its prototype software. This explains why BrainLAB has a brighter future. The company should also defend its software in court. Vilsmeier should treat the court case as a source of “intimidation” to make him sell the company. Although the company has grown extensively to become a market leader, Vilsmeier has much to do to make BrainLAB the leading marketer in Europe and North America. Stefan has the potential to manage the company’s products and promote the best leadership strategy.
Finally, Vilsmeier has built his “technology company” around some fundamental principles. The first principle is that of “vision”. The company’s vision is to produce new software that can help in the treatment of cancer. As well, BrainLAB is a company established around the “best leadership”. Vilsmeier is a great leader who has vision and ambition. He is sensitive about the welfare of his employees and patients. The other principle is that of “consistency”. The entrepreneur wanted his company to be consistent from the beginning. This explains why Vilsmeier should not sell his company to Medtronic. As well, the principle of “perception” is evident at the company. Stefan has been able to retain the company’s reception thus making it a leading marketer in Europe.
From the above discussion, it is agreeable that Vilsmeier has dedicated his ideas and strengths towards the success of BrainLAB. He has founded a company whose vision is to help humanity. Vilsmeier has built the technology company around certain principles such as leadership, consistency, and vision. Since he is yet to achieve his entrepreneurial goals and ambitions, Vilsmeier should not sell his company. Instead, he should work harder to make the company a leading global player.